Welcome to The Trust

The Employee Ownership Difference

The Management Trust is the only 100% employee-owned company in the community association
management industry. Structured as an Employee Stock Ownership Plan (ESOP), we are able to offer
potential employees something they cannot get at any other firm in our industry; ownership interest in
the company. This unique offering allows us to attract and retain the top national talent in community
association management.

Our structure as an ESOP brings with it a culture of entrepreneurialism that directly benefits each of our
clients. Every employee who touches a client account has a vested interest in ensuring the job is done
correctly and the promise to our client is fulfilled. Our service-based business model thrives on referrals for
new business. New business drives the firm, which in turn has a direct impact on each employee’s individual
bottom line. Simply put, our success is tied to the success of our clients.

The Story of Us

BILL SASSER, CEO

An interesting thing happened one day back in 2004. Marshall Fant and I, the two co-owners of Transpacific Management Service, looked at each other and said, “So, what should we do with the rest of our lives?” From that simple conversation began the greatest and most rewarding professional journey either of us had ever embarked upon. But first, a bit of backstory.

Marshall and I had been partners since 1995, and had grown Transpacific into one of the premier community management firms in Southern California. Both of us brought quite a history to our partnership. He began his community management career in 1966 with Management Service Company, and I began my own in 1986 with Transpacific Management Company. After experiencing years of solid growth together and, more specifically, both of us reaching certain milestone birthdays, it was time for that fateful conversation. We explored many options for the company, but once we learned of this thing called an
ESOP (Employee Stock Ownership Plan), we immediately knew that was the answer. What better way to honor our employees, all of whom contributed to the success of the company, than by giving them ownership in the company? Simply put, employee ownership felt morally right.

But then, things got really interesting. It hit me that I now was responsible to all these new employee owners to grow the business and increase the value of their shares in it. One of the ways to achieve both objectives was to invite more companies to join in this new adventure of ours. So through 2005 Marshall and I shared our vision with a few trusted industry friends for a company that would be national in its scope and impact, and one that would represent- through our collective employee ownership- a paradigm shift for our industry. Because we are picky about whom we consider friends, we offered
our vision only with like-minded company owners whom we knew to have the highest integrity, and shared our philosophical approach to corporate culture, employee ownership values and the community management industry.

Just like that, a mere 18 months after forming our ESOP, The Management Trust was born. The Management Trust brought together under a single employee ownership structure some of the most well respected community management firms in the Western United States including:

CDC Management (Washington)

Northwest Community Management (Oregon)

Kocal Management Group (Northern California)

Goetz Manderley (Central California)

Monarch Management Group (California Desert)

Transpacific Management Service (Southern California)

After surviving the inevitable bumps and bruises that accompany merging six firms into one, we decided it was time to expand the family further. We added a Las Vegas, Nevada office to our roster, and invited a few more firms to join The Management Trust. More recently, we have
welcomed into The Management Trust:

Parker Finch Association Services (Arizona, Nevada, Colorado)

Cuellar Realty (Arizona)

Professional Management Associates (Colorado)

TMC Management (Nevada)

We now serve community associations through Washington, Oregon, California, Nevada, Arizona and Colorado. And although we’ve grown considerably over the years, we have never lost sight of real purpose, to each other or to our clients. That purpose is reflected in our mission statement:
“Inspiring each other to take ownership of our potential.” To us, that means that every relationship is important and must be nurtured to its greatest extent. After all, conducting business without building strong relationships is neither fun nor much of a recipe for success. Our attorneys tell us we’re a company, but we feel more like a collection of people who take great pride in serving other people. That sounds like a pretty good business model to me.

It has been quite a ride since The Management Trust’s beginnings in 2005; challenging, exciting, rewarding and fun! The Management Trust is a journey I am grateful to have launched and one I continue to this day with the same vigor and enthusiasm.

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Welcome home

You’ve taken the first step toward what we hope will be an awesome decision. We would love to talk to you about partnering with your community! Let’s start the conversation. Simply fill out this form to schedule a call with us or to request a proposal for management services. (Want to know more about us first? Read up on us here.)

Talk to the Trust

We know that community management is a local endeavor and always will be. Each of our local offices are filled with employee owners who are there to address any question you have, immediately, and with a smile.

Use our regional directory below to find your local team or just click the “email us” button to get started.

Find your local office

How can we serve you?

The Management Trust is privileged to represent more than 1,500 community associations nationally, providing innovative concepts for their development and operation. We remain keenly aware of each of our community association’s needs, making them better places to live. Here are some frequently asked questions and answers about our services.

What types of community associations do you manage?

Our job is to manage. Seems like a simple concept, but it’s a unique one in our industry. We work with you to establish objectives, then proactively turn your vision into reality. At The Management Trust, we understand that each community has a unique personality that is the sum of the individual residents. That is why each community association we manage is handled in a unique way.

Our experience allows us the expertise to manage any type of project, and specialize in everything from Homeowner and Condo associations to Large Scale and Master Planned communities. Are you in a specified Active Adult Community, High Rise, or Mixed Use development? We have a management team that is trained and certified to remain mindful of your goals and maintain your high expectations. For communities that have Declarant involvement, The Management Trust regularly works with both boards and builders to ensure the community flourishes upon completion.

Do you offer services for financial management independently?

We sure do. The Management Trust’s community association financial management services are not only included as part of our full service management program, they’re also offered independently to community associations requiring only financial management. All of our financial operations are SSAE 116 compliant and are highlighted by our TrustLink proprietary software. Our financial services include:

Help monitoring the reserve funds of community associations and providing practical investment solutions.

COLLECTION SERVICES

If the dues remain outstanding, The Management Trust executes their collection processes in accordance with the Board-approved delinquency policy.

DIRECT DEPOSIT

Offered for our homeowners’ convenience.

VENDOR BILLINGS MANAGEMENT

When vendor invoices are received, they are researched by our accounts payable department to ensure that they have not previously been paid and that vendor work has been completed. Bills are coded and categorized, ensuring expenses are correctly delineated in financial statements.

BUDGET PREPARATION

The budget is prepared by our accounting department and is reviewed until we’re confident that it is accurate and comprehensive. The budget is then provided by the manager in the board package, for review and approval, well in advance of the annual deadline.

AUDIT COORDINATION

Your community association manager provides the Board with proposals from various, reputable independent audit firms. Once the Board chooses an auditor, our accounting department provides all requested documentation to ensure ease of review and reporting.

ESCROW SERVICES

Escrow demand statements and change of ownership records, among many other certifications and verifications, are produced by our in-house escrow staff on behalf of the association.

What services do you offer to builders and developers?

The property development teams at The Management Trust possess a wealth of experience and practical involvement in the planning and management of homeowners and condominium associations. We provide our builders and developer partners with expertise and services poised to help them build strong, successful community associations.

The Management Trust knows what the departments of real estate want to see in each state we operate in. Providing it to them on the first submission saves our clients time and money. We review plans and make recommendations on common area amenities, security features and other building-related systems.

Employees at regional offices throughout The Management Trust share best practices and experience in all types of communities, from high-rise, mixed-use projects, to master planned communities, to those with environmental considerations including water quality or lake and stream issues.

Our property management development teams also provide insight on working efficiently with architecture and engineering firms to remain vigilant about common design pitfalls and oversights, as well as, produce quality results in all aspects, from initial budget preparation to transitioning the management to the
community association.

So, to recap, we help prevent unnecessary costs and delays, and equip property development partners, builders and community associations for success, by providing support at every stage of the process. Building a community is hard enough, we make setting up the HOA easy.

Trusted Partners Program

Good for the vendor and good for the community.

Our Trusted Partners program is not only a risk management and quality assurance product for our client community associations, but it is also a business development and cost savings program for our vendors. That's what we call a "win, win". The impact of this program is readily apparent to our clients and vendors
alike.

Our Trusted Partners program is much more than being ‘added to the vendor list’. The Management Trust's better vetting process only accepts vendors who deliver high quality services, in a cooperative manner, for a fair price into our program.

The benefits for the vendor are palpable in three ways. First, Trusted Partners have the greatest opportunity to bid on services and most Trusted Partners experience a much higher win rate based on this status. Second, we provide a $2,500 client satisfaction guarantee for work performed by our enrolled vendors.
And third, our full contractor liability insurance coverage is provided to you at a lower than market rate for work completed in Trust communities, helping your bottom line smile.

Bringing together great vendors with HOAs that need their services is essential in fulfilling our mission to create the best community associations in the country. If you’re a service provider looking to grow your business volume and reduce overhead, then the decision is easy. Become a Trusted Partner.

Escrow documents and transfers

The Management Trust uses HomeWiseDocs to simplify the process of disclosing information for the sale or refinance of your property. This system affords you tremendous controls over the timely processing, delivery, and record retention required to meet and exceed state regulations.

Documents are available for purchase individually and in bundles. Simply create an account at Home-WiseDocs.com to order documents such as: CC&Rs, Budgets, Reserve Studies, Insurance Declaration Pages.

Blog

· A Board Meeting is a meeting that is held regularly by the Board of Directors. This meeting is held to discuss and make decisions on association business. Owners are welcome to attend these meetings. These meetings are usually held monthly or bi-monthly.

The Board Must Provide Notice of a Regular Board Meeting to Owners

· State laws require the board to provide advance notice of a regular board meeting. This notice can be given by newsletter, conspicuous posting or any other reasonable means as determined by the Board. The notice needs to state: the date, time and location of the meeting. The board’s meeting agenda needs to be posted along with the notice.

· In an emergency situation the Board may hold a meeting without such notice. An emergency meeting can only be held if circumstances require action before notice can be given.

· The reasons for the emergency meeting must be included in the meeting minutes for the emergency meeting and the minutes must be read and approved at the next regular board meeting

The Board Must Conduct the Meeting in a Business Environment

· All meetings of the association and the board must be held within the state.

· The Board should select a neutral location: meetings should be conducted in an environment that enhances productivity such as: the association’s clubhouse, the association’s management company conference room or a rented room at a school, church or restaurant.

· The board should bring board packet and association documents: The Declaration of Covenants, Conditions and Restrictions, Articles of Incorporation, Bylaws and Rules and Regulations should be available to provide answers for association questions.

· It is suggested that the board prohibit cigarettes, alcoholic beverages, small children and pets at meetings in order to maintain a business environment.

What Should the Board do to Run an Effective Board Meeting?

· State laws vary so it is important to follow each state’s open meeting law. Arizona, for example, must follow A.R.S. Sections 33-1801 and 33-1248. Pursuant to Arizona law, all meetings of an association, board of directors and regularly scheduled committee meetings are required to be open to all association members or their representatives (who have been designated as such in writing).

· Members or their designated representatives are allowed to attend and speak at an appropriate time during the deliberations and proceeding of all open meetings of the association, board of directors and regularly scheduled committee meetings. Association boards are required to permit members to speak once after the board has discussed a specific agenda item at an open board meeting but before the board takes formal action on that item in addition to other opportunities to speak.

· The board may close a portion of a meeting to the members and go into executive session to discuss any of the following subjects:

1. Legal advice from an attorney for the board or the association;

2. Pending or contemplated litigation;

3. Personal, health and financial information about an individual member of the association, an individual employee of the association or an individual employee of a contractor for the association;

4. Matters relating to the job performance of, compensation of, heath records or specific complaints against an individual employee of the association or an individual employee of a contractor of the association who works under the direction of the association; and

5. Discussion of a unit owner's appeal of any violation cited or penalty imposed by the association except on request of the affected unit owner that the meeting be held in an open session.

· The board may hold an executive session prior to the board meeting so owners don’t have to leave quickly after the board meeting concludes.

· The agenda must be available to all owners attending any meeting.

· A quorum of the board may meet by telephone conference if there is a speaker phone available in the meeting room that allows board members and unit/lot owners to hear all parties who are speaking during the meeting;

· Any quorum of the board that meets informally to discuss association business, including workshops, must comply with open meeting and notice provisions, regardless of whether any action is taken.

· Homeowners are permitted to tape and/or video record open board meetings, subject to reasonable rules and regulations adopted by the board.

· The board should keep the meeting moving.

o Board members should arrive on time and prepared to participate.

o The board president should effectively start and guide the meeting pursuant to the timed agenda with the support of the board members.

o Board members should study their packet before the meeting so that they can discuss issues and make informed decisions.

o The board should keep the discussion focused on association business – avoid irrelevant side topics and personal discussions.

o Present an issue with a solution or solutions.

· Board member participation: Board members have a fiduciary duty to the association and should support the board’s efforts with a commitment to the goals of the board and of the association.

Attending a board meeting is a great way to stay informed about important issues in your community. Its also the best way engage with your board and bring issues to their attention that they may not be aware of. Owner attendance at board meetings helps create a healthy, neighborly atmosphere within your association.

There are thousands of community associations and many of them are full of owners who are unaware of how their association functions. This post provides the information owners should know in order to understand the most important community association basics.

Characteristics of a Community Association

· All owners become members of a community association when they accept a deed to a lot or unit located in a community association.

· The governing documents (i.e. CC&Rs, articles of incorporation, bylaws and rules and regulations) create obligations on the part of the homeowners and the community association.

· Most community associations are established as non-profit corporations and are subject to the laws affecting non-profit corporations.

Types of Community Associations

· Condominiums: In a condominium, the owner owns a separate interest in the unit or apartment together with an undivided interest in the common area.

· For example: If there are 50 units in a condominium association, each owner owns his or her individual unit (usually the airspace within the walls of the unit) plus 1/50th of the common areas.

· Planned Community: An individual owns and interest separate from the other owners, usually called a lot, parcel or residence. In some states, the association (not the owners) owns the common areas in a planned community.

The Legal Documents Regulating Community Associations

The legal documents that regulate community associations have provisions that are binding on both the community association and the individual owners. The controlling legal documents for a community association are the plat, declaration of covenants, conditions and restrictions (CC&Rs), bylaws, articles of incorporation and rules and regulations.

· Plat: The plat for a community association identifies the lots/units subject to separate ownership and the common area. The plat must be approved and recorded with the county recorder.

· CC&Rs: The CC&Rs are the enabling document that creates the covenants and restrictions that run with the land and are binding on all current and successive owners. This document is recorded with the county recorder’s office before an owner purchases a lot/unit in the community association.

· Articles of Incorporation: The Articles of Incorporation establish the association as a legal entity with the state Corporation Commission. Incorporating a community association limits the liability of individual members for the acts of the association.

· Bylaws: The Bylaws are used for the internal government and operation of the association. The Bylaws typically define the composition and election of the Board of Directors, notice and quorum requirements for meetings, administrative procedures and rules for the association.

· Rules and Regulations: The Board is usually empowered in the CC&Rs or Bylaws to adopt rules and regulations regarding the community association’s common areas or areas not generally covered by the community association’s CC&Rs. If rules and regulations conflict with the CC&Rs and Bylaws, the rules and regulations are unenforceable. Rules and regulations must be reasonable, easy to understand and efficient.

There is a hierarchy of these legal documents. The hierarchy is: plat, CC&RS, articles of incorporation, bylaws, and rules and regulations. In the event of a conflict between the documents, the document earlier in the hierarchy prevails or trumps over the other document.

Key Figures in a Community Association

Community associations are composed of several different groups of people working together to manage the association. It is important for owners to know what roles these figures play in the association.

· The Developer: The developer (also known as the declarant) is in control of the association during the early stages of community development. The developer prepares the governing documents and creates structure for the community association. The developer creates the original budget, basic administrative procedures, maintaining financial legal, lot/unit owner’s records, and all documents pertaining to the community association. Once a certain percentage of the lots/units are sold, the developer transfers control of the community association to the owners.

· The Board of Directors: The Board of Directors manages the community. The Board is granted authority and an obligation to act in the best interest of the association by the governing documents and local state laws. The board has a fiduciary duty to act in good faith in the best interest of the association with such care that a reasonably prudent person would act in the same position under similar circumstances. Owners should review the governing documents and state law so they are familiar with the powers and obligations the board has been entrusted with.

· The Officers: The governing documents (usually the Bylaws or Articles of Incorporation) have provisions which relate to officers. Officers of associations are usually elected by the Board of Directors. The board consists of the offices of: President, Vice-President, Secretary and Treasurer.

· Committees: The governing documents usually authorize standing committees and authorize the board to appoint committees. Committees assist the board in gathering information, making recommendations and they contribute valuable input on decisions by gathering members’ views. An architectural review committee is an example of a typical committee.

· Management Companies, like The Management Trust: The management company or manager’s duties for the association depend on the requirements of the association. Typically the management company with perform the following duties with the help of a designated manager: initial collection of assessments; violations; financials and budget; maintenance of all records; preparation for regular and annual meetings; and correspondence with owners.

· Association members (aka: you!): Association members have rights and obligations while living in a community association. Some examples of members rights are: to elect board members; to amend the CC&Rs and raise assessments; to review records of the association as allowed by state law; to be given reasonable notice of CC&R violations and an opportunity to respond prior to assessment of fined; to ask questions. Examples of member’s obligations are: to adhere to the community association’s documents; to pay assessments on time; to participate in the community association; to maintain their homes; and to stay informed about community association activities.

It is important that owners understand their position, rights and obligations within their association. Make sure you read your governing documents so you understand your rights and obligations. Informed owners help the association function as they were meant to; to create a great place to live!

Imaging learning your prestigious and private community streets and sidewalks had been sold to a couple who was in the right place at the right time. A sale that resulted because of a measly $994 in unpaid taxes that your homeowners association neglected to pay over the course of 30 years.

What used to be a sanctuary to you and your fellow neighbors in your highly coveted community is now being treated as a paid parking lot… which YOU, a homeowner in the community, will now have to pay for if you’d like the park there. Or worse, the new “street owners” will now allow outside drivers to come into what was once a private community and line your streets with their parked cars.

Yes, we agree. We would be outraged and upset to learn that because of a few simple mistakes on the part of the self-managed HOA (a $14 per year mistake, to be exact), our treasured private community is at stake. That is exactly what the residents of Presidio Terrace — the block-long, private oval street lined by 35 mega million-dollar mansions, are now feeling and dealing with. (Read the entire, original article here on SF Chronicle)

How could this oversight have been caught and dealt with in a timely manner? By working with a company like The Management Trust, who concentrates on these important details. HOA management companies like The Management Trust can help to advise and protect your community from overlooked policies and procedures set forth by your city, county, and state. An important investment in keeping your community safe and organized.

Effective as of August 9, 2017, HOA board members, attorneys, and management representatives in Arizona face new legal requirements and frameworks in 2017. Read on for important changes in Arizona HOA law regarding how HOAs conduct meetings, operations, and seek review of ALJ decisions, as well as a few proposed HOA laws that failed to pass.

Arizona Requires More Transparency in HOA Meetings

After saying that, in his administration, “we’re not going to be regulating the HOAs,” Governor Doug Ducey went ahead and signed into law HB 2411, which does in fact provide further regulation of how HOAs conduct meetings and operations in general, saying that the bill, “promotes transparency and participation for all residents in homeowners' association governance.”

Under HB 2411, HOAs are now subject to the following rules:

Homeowners do not have to provide advance notice of videotaping or audio recording of meetings.

HOAs can prohibit audio or visual taping of meetings so long as the board records the meeting and provides the unedited recording to any member requesting it.

HOAs must notify the members before going into a closed portion of the meeting and when the notice is given it must recite what specific statutory authority authorizes the closed meeting.

The ballot (not the envelope) must contain the name, signature and address of the voting member. If voting via secret ballot, only the envelope needs to have the name, signature and address on it.

Emergency HOA meetings may only deal with emergency matters and only if it cannot wait 48 hours.

ALJ Administrative Decisions Will Continue to Be Treated With Deference by the Courts

As most HOA board members already understand, Arizona HOA law has long provided that disputes between HOAs and homeowners - whether brought by the HOA or the homeowner - could be resolved through an administrative “HOA Dispute Process” in the Arizona Department of Real Estate (ADRE). Such disputes are resolved by the decision of an administrative law judge (ALJ) in the ADRE.

The standard procedure for review on appeal had been that, if either the HOA or the homeowner wished to appeal the ALJ’s decision in the Arizona civil courts, the court would only overturn the ALJ’s decision if the court determined that the decision was contrary to law, not supported by substantial evidence, arbitrary and capricious, or an abuse of discretion. This is a high standard indeed, meaning that an ALJ’s decision typically remains final.

A proposed change to that law in ARS 12-910 had sought to modify the review standard used by a trial court to one “without regard to any previous determination.” Ultimately, however the new version of ARS 12-910 signed into law retains the standard that the trial court should affirm the ALJ’s decision unless it was contrary to law, not supported by substantial evidence, arbitrary and capricious, or an abuse of discretion.

The HOA Bills That Did Not Pass

While HB 2411 and SB 1072 are now the law of the land for HOAs in Arizona, here are a few proposed HOA-related bills that did NOT pass:

HB 2321: a bill that would have prohibited cumulative voting in Arizona and would have required a “one homeowner, one vote” system for HOA votes

HB 1113: a bill that would have restricted HOAs from prohibiting artificial grass within the community

SB 1240: a bill that would have prohibited HOAs from overseeing parking enforcement within the community, regardless of the date of the HOA declaration

SB 1288: a bill that would have placed increased restrictions on a HOA board member to participate in deliberations or voting when a conflict of interest exists

SB 1401: a bill that would have prevented HOA employees, contractors, or community managers from receiving any undisclosed fee, gift, gratuity, or commission from a vendor

Contact an HOA Lawyer for Further Help

At Goodman Law, our sole focus is on meeting the legal needs of HOAs, including creating and implementing HOA policy and responding to homeowner concerns. Contact us today to discuss any legal challenge your HOA is facing.

It's no secret that we appreciate and value your feedback, it's what helps us learn and grow to better serve you as a company. In an effort to thank you, and encourage those of you that haven't shared your experiences to do so, we've organized a contest with some great prizes for all of our regions. We want to hear all about your great experiences with The Management Trust team. How they have helped you resolve an issue, a great phone call, or something that you are happy with within your community. Here's how to enter:

Find the Yelp page for your region

Leave your five star review and tell us about your experience

That's it! Every month, the following regions will pick one winner to receive a prize.

Many think community association management companies are all alike.And for the most part they are probably right.This is because most firms try to shoe-horn your community into a “one-size fits all” approach, which makes it difficult to adapt to the changing needs of your community. The good news for you is that our unique culture is not bound by our office walls.Each of our local offices are filled with employee owners who are empowered to customize management plans to fit your needs. As we see it, you and your neighbors deserve to have a great experience every time you interact with our staff.

We could go on and on about all the special things we can do for you (and probably will), but let’s define how to know you’re getting the best experience when choosing a management company for your community.

The Contractà You deserve professional management. You expect professional management.However, the typical industry contract prevents true professional management of your community.This is because most contracts reflect industry practices and standards that have evolved over many years.

Essentially, those contacts place all the burdens of managing your community on the shoulders of you and your fellow directors, while absolving management of any and all responsibility, even our own actions. Clearly that is not in the community’s best interest, does not value your precious time, and certainly does not allow us to demonstrate our professionalism and leadership abilities.

We understand that to be a professional means to take responsibility for the things we do and are responsible for.It’s as simple as that.

We are committed to making your time serving on the board as pleasurable and rewarding as possible.Our new Management Service Agreement is a major step forward towards doing just that.

Community Managersà Due to low barriers to entry, increased competition, little difference in the basic services offered within our industry, and

various economic factors, the community association management industry has become commoditized.The Result? Community Managers have become reactive instead of proactive towards the needs of the community.Unfortunately, it can happen to anyone.

How do we combat this in an industry rife with turnover?Well it’s simple.We Listen!It’s one of our best services.By listening, our Community Managers forge strong relationships with our clients and we gain great insights into the needs of the of the communities we represent.The rest is Leadership Management.Think of it this way, Leadership Management is a proactive, quantifiable approach to meeting the goals of the community. The bottom line is we get it done right.

Risk Protectionà Do you have peace of mind knowing your community is actively reducing its exposer to risk and liability?Do you know what your exposure to risk and liability even is?Employing risk management best practices is something your community should take seriously, because exposure to financial risks, bodily injury and property damage claims is costly.

Our Trust Risk Assessment and Compliance Program (TRAC), Trusted Partner Program for Service Providers and in house Reserve Study programs are designed to minimize the risk inherent to special projects by creating strict standards for procedures, specifications and insurance to ensure consistent compliance by bidding vendors.In other words, we’ve got your back.

Power to Influenceà The Management Trust is the only 100% employee-owned company in the community association management industry. Structured as an Employee Stock Ownership Plan (ESOP), we are able to offer potential employees something they cannot get at any other firm in our industry; ownership interest in the company. This unique offering allows us to attract and retain the top national talent in community association management.The Result?We are simply motivated to think differently, to do more and to do what is right every day.Add to that a culture that encourages and embraces the unique talents that every employee-owner brings to the table, and you truly get our best efforts and a great customer experience.We’re good in a different way.Can your Community Association firm say that?

It’s no secret that every home-owner strives to sell their home in record time, at top dollar, and luck can only get you so far. With careful planning, the proper approach, and a little effort, your home will be sold in no time at a competitive price. The following are six secrets to aid in selling your home.

Selling Secret #1: Make the Most of Your First Impression

It’s true: curb appeal matters. The first thing potential buyers see is your home’s exterior, which provides a snapshot of what they anticipate the inside will look like. The goal is to make people feel welcome and safe as they approach their potential new home. Don’t underestimate the importance of a welcoming entryway. Immaculate landscaping, brightly colored flowers and fresh shrubs will upgrade your home’s initial impression. Be sure to leaveyour outdoor lights on incase prospective buyers drive by at night. Lastly, once inside, create a charming ambiance by displaying a vase of fresh-cut flowers or even some fresh cookies.

Selling Secret #2: Clean and De-Clutter

Now’s the time for the ultimate spring cleaning. Hire a professional cleaning company for a major deep clean. You’ll be moving out soon so start to pack up and donate anything you haven’t used in at least a year. Too much big furniture will make spaces seem smaller. Utilize a storage unit and remove excess furniture as a solution. This will instantly make your home appear bigger and calmer. Potential homebuyers are always seeking ample storage in a home. In order to be prepared for snooping, organize drawers and tidy up cabinets. Remove half of the stuff in your closet and strategically organize what’s left. Remove all knickknacks and take a minimalistic approach to kitchen surfaces, bathroom countertops, decorative rugs and drapery.

Selling Secret #3: De-Personalize

Take the home out of your house. Prospective buyers need to visualize your house becoming their home and it can be difficult for them if all your personal items are displayed. Remove items that makes your home “your” home, such as family photos, religious décor and memorabilia. Maximize the full potential of your house by staging it. Staging means arranging furniture in a way that showcases the floor plan in the best way possible while maximizing the use of space. Another staging trick is to exaggerate the light in your home. Take down drapes, open curtains/blinds/shades and replace old light bulbs. Do what you can to make every room light and bright – it will make your home more sellable.

Selling Secret #4: Don’t Over-Upgrade

Major home makeovers aren’t always necessary since it’s unlikely that you’ll get your money back before putting your home on the market. Alternatively, make small improvements that won’t break the bank but will help you receive top dollar. Replace door knobs and cabinet handles with inexpensive new ones. Adjust closet doors that are off track and fix leaky faucets. Also, a fresh coat of paint will make a huge difference to liven your house. Cover up bright colors and accent walls with warm, natural tones such as light gray, off-white and cream. Creating a neutral color scheme will help buyers envision how they’ll decorate and add their personal touches.

Selling Secret #5: Spread The Word

Tell your neighbors that your home is for sale and invite them to your open house. More often than not they’re the best salespeople for your home because they can vouch to prospective buyers about how much they love the neighborhood. Share your home’s listing on social media platforms - the power of the online network is great for widening your reach. Create a video to post on social media showcasing your home and neighborhood. Make sure to include what you’ve loved about the house and your favorite nearby spots. Knowing the home was adored will help potential buyers imagine their life there and making it their own.

Selling Secret #6: Advertise your HOA or COA

Living in a well-managed community is a huge plus for most people so highlight the perks of your neighborhood. Increased amenities, such as walking trails, sports courts, swimming pools, fitness center, or neighborhood parks are also helpful selling points. HOAs create a friendly and healthy living environment. Many communities take care of landscaping and gardening needs. Social events such as a welcoming party for new residents and block parties create community engagement.

During the past quarter, our Employee Owners have been busy giving back to the community with their me, resources and financially.

Our Palm Desert employees are going Casual for a Cause and will be donating the proceeds to their local YMCA. The Ronald McDonald House at Loma Linda is undergoing construction, and this has prevented them from preparing dinner. But, they do have a date scheduled for October once the construction is finished. They have also started preparing for their annual USO gala which will be held in November.

The NorCal office has also been busy supporting their community. A team of employees cleaned the beach for the Monterey Bay Aquarium in April. During the month of June, they are collecting donations for their Ronald McDonald House, and their next event will be hos ng a social event in a local nursing home.

SoCal is currently going Casual for a Cause and are supporting the Challenged Athletes Foundation. The money raised will help a team of TMT employees compete in the CAF triathlon in October. The team will swim 1 mile in the ocean, bike 44 miles and then run 10 miles, all to raise funds for athletes with disabilities.

Nevada employees collected 340 items to donate to their local food pantry, Three Squares. These items weighed a whopping 171 pounds and equates to 143 meals for those who are hur ng for money and cannot provide meals for their families. They also went Casual for a Cause in May, raising $266 for Project 999, an organization that supports injured law enforcement officers and the families of fallen law enforcement officers.

The Employee Owners in Oregon heard about Project 999 while at the last Leadership meeting, and decided their June Casual for a Cause would also benefit this amazing organizations.

While it was not a divisional effort, a number of Arizona employees also made donations to support Project 999.

The Employee Owners in the Central Coast went Casual for a Cause for Project 999 raising an impressive $1,300!! The leadership in this office was touched by the fundraising efforts of the daughter of one of the TMT employees. 15-year-old Dani Bush, whose father was a police officer and passed away from cancer in 2012, participated in a portion of the bike ride that began in Sacramento, CA and ended in Westminster, CA – a distance of over 600 miles. Dani rode portions of the route from San Luis Obispo to the finish line, logging over 100 miles in two days.

CAI is an international membership organization dedicated to building better communities. With more than 33,500 members, CAI works in partnership with 60 chapters, including a chapter in South Africa, as well as with housing leaders in a number of other countries, including Australia, Canada, the United Arab Emirates and the United Kingdom. CAI provides information, education and resources to the homeowner volunteers who govern communities and the professionals who support them. CAI members include association board members and other homeowner leaders, community managers, association management firms and other professionals who provide products and services to associations.

CAI serves community associations and homeowners by:

Advancing excellence through seminars, workshops, conferences and education programs, most of which lead to professional designations for community managers and other industry professionals. Publishing the largest collection of resources available on community association management and governance, including website content, books, guides, Common Ground magazine and specialized newsletters. Advocating on behalf of common-interest communities and industry professionals before legislatures, regulatory bodies and the courts. Conducting research and serving as an international clearinghouse for information, innovations and best practices in community association development, governance and management. We believe homeowner and condominium associations should strive to exceed the expectations of their residents. We work toward this goal by identifying and meeting the evolving needs of the professionals and volunteers who serve associations, by being a trusted forum for the collaborative exchange of knowledge and information, and by helping our members learn, achieve and excel. Our mission is to inspire professionalism, effective leadership and responsible citizenship—ideals reflected in associations that are preferred places to call home.​​

You have to set the tone and the pace, define objectives and strategies, demonstrate through personal example what you expect from others. –Stanley C. Gault

When asked to do this article while looking through the lens of Management Practices, I thought of all the ways that we can set the tone both internally and externally, who sets it and how the tone impacts all of our success. What exactly IS the tone that we want to set? I know you've heard this before, but we truly believe Leadership Management is the key to Setting the Tone here at The Management Trust. It reflects who we are as a company both internally and externally.

Internally, we need to remember that as employee owners we are all within our company. That's right, no matter your position, you have to voice and an equal investment in achieving success for all of us. How? By striving to be a leader that inspires others to provide exceptional customer service, or who volunteers to serve on a committee. Remember, simply having a positive attitude can rub off on others to look at their job and the company in a new light. That is what Leadership Management looks like.

Externally, our clients and homeowners rely on us to provide top notch customer service. We don't just manage Homeowners Associations, we provide Leadership Management to our Boards of Directors by providing proactive, quantifiable objectives and strategies that are customized for our clients, not the cookie-cutter approach of so many of our competitors. As leaders for our Associations, we work with boards to develop strategic initiatives that will lead them towards the future. Or, it may be as simple as going the extra mile to help a homeowner who needs to get a tricky ARC request resolved quickly. Whether the issues are financial (how we will pay for new roofs), physical (the landscape is old and tired), or administrative (finding the best way to deal with a new law); we set the tone to demonstrate that we are the leaders who can bring them creative solutions based on our Professionalism, Experience and Knowledge. So, lets "Set The Tone" in a way that is memorable, positive and shows Leadership Management!

The question comes up every time I'm meeting with a prospective client. What are you not accomplishing at your community that you'd hoped to? The answer is worded a little differently every tie, but the gist of it is that they blame their management company for the lack of accomplishment. When I ask what their management company is doing to block their path, they tell me that it isn't about what their management company is doing, it's about what the company is not doing. Not calling them back. Not emailing them back. Not getting bids. Not … You fill in the blank.

I'm not one to look up quotes, but there is one floating around that says 90% of success is just showing up. I get it, but I'm not sure I entirely agree with it. To me, showing up is a baseline requirement for competent human beings. A core expectation.

Allow me to take poetic license to rephrase: 90% of success is just showing up if you show up ready to hustle. Without a doubt, HUSTLE is the single most important word if success is what we're after.

Hustling takes grit. It is hard. That's why a lot of people don't do it. That's also why we can use it to set us apart from every other company in the industry if we're willing to dig in.

I've been down in the trenches and up to the 30,000 foot view of this company. There is a LOT coming at us every day, regardless of our position. That's okay with me because when a lot comes at us, it means we're important. We're relevant. Somebody needs us. Of course, there are times when it can seem overwhelming.

We've all got an individual choice to make when the work stacks up faster than we can push it out. When that happens, we've got two options:

Let it overwhelm us, which means we might not even start doing the things we know need to be done.

Dig in. Recognize our individual capacity for greatness and hustle to get as much done as we can as well as we can possibly do it.

If we chose option A, then it most likely results in a salesperson from another company sitting in front of our client listening to all of the things we're not going for them.

If we chose option B, it will result in an undeniable competitive advantage for us. We will retain more clients, win more business and grow ESOP value. No question.

Now, I need to come clean. I lied to you about not looking up quotes. The little caveat is that I don't look up the quotes themselves. I look for people who inspire me and listen to what they have to say. Nobody inspires me to hustle more than Dwayne "The Rock" Johnson. Here's what he says:

The Ice Cream Truck Scourge: I had the honor of delivering the keynote address at our California Desert division's annual director seminar. It was a wonderful success, and the clients in attendance seemed highly engaged and appreciative of the event.

During preparations for my presentation, I was browsing through various articles in my files and came upon an email forwarded from an industry friend that she received from a homeowner. It was so humorous, yet disturbing, I kept it for posterity. The email went something like this:

"Margo, I find it totally unacceptable that every afternoon I have to listen to the ice cream truck driving around our neighborhood. I moved into a gated community to escape 'The Ice Cream Trucks of the World.' I insist that you stop them immediately."

What? Really? When did ice cream trucks become a metaphor for all things that are bad things in this world? I remember quite fondly from my youth the sound of the ice cream truck as it approached every afternoon. A world of limitless deliciousness heading straight towards me! What could be better than than?

Is this homeowner's sentiment a symptom of a larger issue? I think it is.

My keynote address spoke of community associations as ecosystems. Ecosystems' are closed systems that sustain themselves through the interdependent relationships of its members. Think of a forest or the ocean- each member contributes to the overall health of the group. Ecosystems are threatened only when external influences are introduced into it. Just ask the dinosaurs, or our climate for that matter.

Obviously, community associations can never be fully closed systems, as our homeowners introduce external influences into them every day. Those influences are the social, physical and cultural changes that our world has been experiencing for decades now. Space limitations do not allow me to explore each of those changes here, but I believe this confluence of forces has resulted in the long term decline in social capital in our communities and the world around us. One need only to listen to the tone of the current presidential campaign to see that civility has become a rare commodity these days. Social capital is characterized by trust, engagement, reciprocity and mutual respect among neighbors and in society. In the thirty years I've been in the community management industry, it seems to me that the fundamentals of what we do has not changed in all those years, yet the business is harder than ever. I suspect if you have been in this business for any period of time, you feel the same.

I share with the conference attendees the following model used by the Centers for Disease Control (CDC) to analyze and predict behaviors.

Called the Social-Ecological Model of Health, it explores the characteristics of the individual (age, race, education, income), relationships (peers, family, social circles), community (physical surroundings of workplace, school, neighborhoods) and society (social norms, laws, policies) to predict behavior and long term physical and mental health. Note that these are overlapping, not concentric, circles. This speaks to the fact that each of these four factors influences the others.

In my presentation, I asked the simple questions of our clients as to where they believe the community association falls among these four overlapping circles. The answer is ALL of them. The communities that we manage affect the individuals, their neighbors and peers, the physical setting in which interactions occur and creates and influences policies and social norms not just for its own sake, but the larger society as well.

If our homeowners are bringing into our communities all sorts of external influences, then we (and our clients) need to understand our role in counteracting those influences through the policies, tone, style and programs/practices of our communities. Acknowledging that everything about the community association touches every aspect of the social-ecological model necessitates a new thinking in how we mange them. If we believe that our and the association's mission is merely to enforce the CCR's, then we need to aim higher.

Our mission should be- NEEDS to be – the cultivation of social capital within our communities. In every action we take, and every policy we make, consideration needs to be given to its impact to the overall trust, engagement, reciprocity and mutual respect of/for/among our community members.

If we are successful in reestablishing such social capital in our communities, the very nature of them will change. Not only will there be a positive change to practical issues such as compliance matters, but the communities themselves will begin to enjoy a very different sort of vitality.

"This article demonstrates the classic macroeconomics of supply and demand. Governmental restrictions on new development choke supply in the most desirable areas where demand is the highest. The result is higher market value for homes in those areas. I think a couple of things will happen as a result of increased regulation. The first is that home builders will have to push further and further out from city centers to build single family homes in commutable cities starving for economic growth. Those cities will likely see home building and development fees as hitting the jackpot. The second thing that's going to happen is that more people will choose to live closer to city centers in more condensed housing units. This will increase demand from homebuyers for homebuilders to develop significant common amenities into their city center developments.

Both of those results play well into homeowners' associations. Cities further out will want the development cash cow to be as fat as possible and will require homebuilders to install infrastructure and parks that will require owners' association's to maintain. Developments closer to city centers will have common building maintenance responsibilities in addition to the common amenities." – Brent Kocal, CCAM Division President

Boards need to be in touch with residents. They need a sense of association members’ opinions and priorities when making decisions for the entire community. Surveys are an excellent way to obtain feedback on specific subjects and sample general attitudes of community residents. Boards that seek out and seriously consider resident’s opinions will likely foster a stronger sense of community, reduce violations and resident complaints, and generally find that residents support their efforts.

Conducting a community survey might reveal unknown problems or negative attitudes, but boards should never be reluctant to undertake surveys for these reasons. On the contrary, boards have a responsibility to recognize and rectify problems and address the sources of negative attitudes. Of course, the opposite is also true: surveys can confirm that the board is on the right track, provide support for difficult decisions, and demonstrate a board’s due diligence and sound business judgment.

Boards might also be reluctant to conduct surveys because they feel that the results constitute a mandate. However, surveys are not votes! Board members should remember that the information they collect is intended to help them make decisions, set priorities, and identify issues. Boards won’t always be able to respond to every issue raised in a survey; but, they will at least be aware of it, and they can factor it into their decision making. Residents will understand the information-gathering nature of a survey if it includes a cover letter from the board explaining the surveying process and purpose.

Survey results are an expression of attitudes on specific subjects at one point in time. Therefore, conducting surveys should be a regular–but not excessive-activity in any association. The value of a survey’s results is related to the level and breadth of participation by residents. Conducting surveys periodically demonstrates to residents and members the value of their views and accustoms residents to sharing those views.

There is no perfect research design, and associations need not worry about getting it perfect. Begin modestly with simple surveys on non-critical issues until the volunteer leaders and members become more familiar with the process. Boards and managers alike will become more comfortable with the process as they get underway.

It is with this challenge in mind that Community Associations Institute (CAI) developed Rights and Responsibilities for Better Communities. Rights and Responsibilities can serve as an important guidepost for all those involved in the community—board and committee members, community managers, homeowners and non-owner residents.

Homeowners Have the Right To:

A responsive and competent community association.

Honest, fair and respectful treatment by community leaders and managers.

Participate in governing the community association by attending meetings, serving on committees and standing for election.

Access appropriate association books and records.

Prudent expenditure of fees and other assessments.

Live in a community where the property is maintained according to established standards.

Fair treatment regarding financial and other association obligations, including the opportunity to discuss payment plans and options with the association before foreclosure is initiated.

Receive all documents that address rules and regulations governing the community association—if not prior to purchase and settlement by a real estate agent or attorney, then upon joining the community.

We are touched and pleased to announce that the California Association of Community Managers (CACM) has created an educational scholarship in honor of our late COO, Mr. Dan Kocal.

The Dan Kocal Scholarship will be used to help community managers in California obtain their industry credentials and certification. Read more about it, and about Dan's legacy, in the current edition of Vision

Board Member 101 - Part One | What are the Roles of Association Representatives?

We recently held a basic training for Board Members at our Nevada Division. Attendees received an overview of all the basic things one would need to know on rules, roles and how to run a meeting. With such useful information compiled for the event, we thought it would be great to share with those in the Community Association world. We’ve broken it down into bite sized posts you can read through at your convenience and come back to reference if you have any questions! Let’s take a look inside our Board Member Boot Camp, first up:

What are the roles of Association representatives?

- The Executive Board is comprised of at least 3 directs, all of whom must be unit owners.

- This Board elects the Officers.

- Officers include a President, Secretary and Treasurer. In some cases, one person is permitted to hold two or more offices.

- Officers serve at the will of the Board.

- All members must certify within 90 days, that they have read and understand the provisions of the governing documents.

- Board Members are required to exercise the ordinary and reasonable care of directors of a non-profit corporation.